Organizational D&I Assessment

It is widely recognized at the firm that everyone has unconscious biases that can disproportionately affect attorneys in underrepresented groups.

To be successful at my firm, attorneys have to conform to the dominant group’s norms.

Inclusiveness practices are embedded into every aspect of the firm (e.g. in policies, procedures, culture, and behaviors).

Leaders at my firm leave the bulk of responsibility for diversity efforts to the Diversity Committee.

Diversity is viewed as a non-issue by a majority of senior decision makers at my firm.

Although leaders at my firm support diversity, they are not actively engaged in diversity efforts.

Attorneys in historically underrepresented groups are well represented among those in higher ranks at my firm.

A majority of my law firm’s social events include staff members.

My firm’s diversity efforts are mostly just for show.

Many attorneys at my firm are actively working to create a more inclusive culture.

There are no diversity programs at my firm.

My firm’s Diversity & Inclusion Committee includes at least one influential leader.

I see evidence that attorneys at my firm often incorporate diverse perspectives into their decision making.

Leaders at my firm do not value diversity.

At my firm, attorneys in underrepresented groups have higher attrition rates than attorneys in overrepresented groups.

I think everyone at my firm would report that they feel like valued members of the team.

Leaders in my firm claim to be “color/gender/age blind.”

Many attorneys at my firm have a good understanding of cultural differences.

My firm participates in several external diversity-related organizations.

There is no Diversity Committee at my firm.

Most attorneys at my firm view diversity as an essential component of business success.

Leaders in my firm take personal responsibility for eliminating hidden barriers that disproportionately impact underrepresented groups.

Junior-level attorneys and staff members at my firm are treated as if they are there to serve the partners rather than as full members of the team.

To help diminish unwanted attrition gaps among different groups of attorneys, my law firm has undertaken concerted efforts to eliminate hidden barriers.

Most attorneys at my firm are implementing tactics to interrupt their unconscious biases.

Attorneys in underrepresented groups frequently feel like outsiders at my firm.

There are few, if any, attorneys in underrepresented groups at my firm.

Specific diversity and inclusion efforts are embedded in job responsibilities of every person at my firm.

The policies that would foster greater diversity at my firm are not supported in practice.

Many attorneys at my firm have received training on unconscious bias.

There is no social interaction between people in upper and lower ranks at the firm.

Leaders at my firm seek to leverage diversity by deliberately creating diverse teams to provide the best service for clients.